Human Resource Management (M&IS 34180) Spring Semester 2004 WednesdaySatterfield 122 Instructor Michael S.

Duchon Office: (216) 987-4859 Home: (216) 360-0710 Fax: (216) 360-0929 E-mail duchonm@aol.com (home) E-mail Michael.duchon@tri-c.edu (work) Office hours: Available one-half hour before class or by appointment

Text Kleiman, L.S. (3rd Edition) Human Resource Management: A Tool for Competitive Advantage, West Publishing Company. (2004) Additional Readings Timothy Butler and James Waldroop (September/October 1999). Harvard Business Review: Job Sculpting: The Art of Retaining Your Best People. Robert Galford (March/April 1998). Harvard Business Review: Why Doesnt This HR Department Get Any Respect? Claudio Fernandez Araoz (July/August 1999). Harvard Business Review: Hiring Without Firing. Class Handouts to supplement textbook material (Instructor will provide these) Overview People Are Our Greatest Asset is a sentiment commonly expressed by organizations. In an era when speed-of-information is obliterating everything we thought we knew, the only way to thrive (or even survive) is by employing the best people and ensuring that they can access the resources they need. People are indeed our greatest asset. Consequently, managing human resources represents the most important factor in organizational effectiveness. While human resource professionals may carry out some of these responsibilities, it is management that performs most, if not all, of the duties. This is a strategic course. We will cover the spectrum of content areas associated with HRM. The functional activities of HR departments, as well as the changing nature of HR practices in organizations. We will employ two important resources to improve your understanding of HRM. First, we will develop a conceptual framework based on past and present HR practices. Second, the instructor will provide examples of best practice

Overview--Continued models of successful HR programs in various organizations. And finally, I encourage you to participant to add to the overall learning experiences of the class and most of all have fun! Course Objectives Provide you with a conceptual framework for understanding how the HRM function can support and enhance an organizations business strategies. Teach you the bright side and dark side of HRM based on issues of government regulation, scientific research, and business priority. Downside outcomes such as costly litigation, sub-optimal performance, and business failure can occur by ignoring these important areas of concern. Upside outcomes of employee retention, high productivity, employer of choice status, and exceptional profits can be generated by aligning them. Instill in you an appreciation for the research base on which good HRM techniques, policies and practices are designed. Points 150 30 75 25 20 300

Grading Exams Critique on HRM article Case Studies HRM in the News Presentation Class Participation Total Points Exams

There are 3 equally weighted multiple-choice and short answer exams. Exam 3 is NOT cumulative. THE ONLY VALID REASONS FOR MISSING AN EXAM ARE THE UNIVERSITYAPPROVED ONES NOTED IN THE DIGEST OF THE RULES AND REGULATIONS GOVERNING STUDENT LIFE.

Critique on HRM article A critique will be expected of each student based on a current HRM professional journal article. A paper that reflects appropriate analysis, application insights, adaptation for culture and environment, etc. will be expected (3 to 5 pages in length and double spaced). I will provide you will some good journals to choose from. Case Studies (5) Will be assigned based on current HRM practices in the field. Case study analysis should be 1 or 2 pages in length and doubled spaced. HR In the News Presentation Five minute individual presentation on a relevant HR topic in the news (i.e., Wall Street Journal, Time Magazine, The Plain Dealer etc...) Handout on evaluation of presentation will be handed out in class. Content, Presence and Aids will be evaluated. We will have four students presenting starting the week of our February 25th class. To earn a grade of: A B C D F 90% or above 80% 89% 70% 79% 60% 69% 59% or lower Points 270300 240267 210239 180209 179 or lower

The Following Policies Apply to All Students in this Course A. Students attending the course who do not have the proper prerequisite risk being deregistered from the class B. Students have responsibility to ensure they are properly enrolled in classes. You are advised to review your official class schedule during the first two weeks of the semester to ensure you are properly enrolled in this class and section. Should you find an error in your class schedule, you have until January 24, 2004 to correct it with your advising office. If registration errors are not corrected by this date and you continue to attend and participate in classes for which you are not officially enrolled, you are advised now that you will not receive a grade at the conclusion of the semester for any class in which you are not properly registered. C. Academic Honesty: Cheating means to misrepresent the source, nature, or other conditions of your academic work (e.g., tests, papers, projects, assignments) so as to get undeserved credit. The use of the intellectual property of others without giving them appropriate credit is a serious academic offense. It is the Universitys

The Following Policies Apply to All Students in this CourseContinued D. policy that cheating or plagiarism result in receiving a failing grade for the work or course. Repeat offenses result in dismissal from the University. E. Students with disabilities: In accordance with University policy, if you have a documented disability and require accommodations to obtain equal access in this course, please contact the instructor at the beginning of the semester or when given an assignment for which an accommodation is required. Students with disabilities must verify their eligibility through the Office of Student Disability Services (SDS) in the Michael Schwartz Service Center (672-3391). COURSE SCHEDULE DATE Jan 14 TOPIC ASSIGNMENT 1 Handout

Course Overview Competitive Challenges HR Models Case Study: Competitive Advantage Of Marriott Corporation Strategies for Managing Human Human Resources; Job Analysis, Job Documentation and Evaluation (Power Point slides) Guest Speaker: Christine Hoffer HR Laws/ Finish Job Evaluation Unit Integration of Organizational & HR Planning (Power Point slides) Case Study: Turnover Problem at The Ft. Lauderdale Herald Regulatory Constraints on the Management of HR Cast Study: Joseph Garcia v. Hooters Cameron v. La Vicille Maison (Chapter 11 Power Point Slides) (Chapter 13 Power Point Slides) (BFOQs Power Point Slides) EXAM 1 HR Staffing: Recruitment & Selection

21

28 Feb 4

11

2, 11, 13

18

(Chapter 5 Power Point Slides) 25 HR Staffing: Recruitment & Selection Case Study: Hiring a Plant Manager At Dynamo Industries (Chapter 6 Power Point Slides) 6

COURSE SCHEDULE March 3 Overview of Performance Management; 8 Managing Performance via Performance Appraisal (Chapter 8 Power Point Slides) Performance Management Worshhop 2003 Performance Appraisal-Keys to Success Performance Management Conditions Motivate Performance Management Success Factors Performance Management Success Factors 1 Performance Management 10-Step Process Case Study: Price Waterhouse v. Hopkins Critique Due: Handed in early Managing Performance via Training/ Development Programs Learning Preference Assessment (Chapter 7 Power Point Slides) EXAM 2 Meeting Employee Safety & Health Needs Case Study: Development of an Anti Drug Policy SPRING BREAK NO CLASSES Best Practices in Todays Organizations Critique Due Guest Speaker April 7 14 Best Practices in Todays Organization Understanding Unions and Their impact On HRM Case Study: Arbitration Cases Handouts 12 Handouts 7

10

17

13

24 31

(Chapter 12 Power Point Slides) 21 Determining Pay & Benefits Implementing Productivity Improvement Programs (Chapter 9 Power Point Slides) (Chapter 10 Power Point Slides) 9, 10

28

May

Establishing HRM Practices Overseas 14, 15 A Career in HRM Course Wrap Up & Course Evaluations (Chapter 14 Power Point Slides) (Supplement to chapter 14-Culture & International Compensation) EXAM 3 DURING FINAL EXAM WEEK